Leadership
Do leaders build honest, human relationships based on trust, curiosity and respect - not hierarchy or status?
Leadership
Do people closest to the work have the authority to make meaningful decisions within clear strategic guardrails?
Leadership
Do leaders provide clear direction and actively remove organisational barriers that slow teams down?
Leadership
Do leaders make and communicate clear trade‑offs about what will not be done?
Leadership
Do leaders role‑model the behaviours they expect from others, especially under pressure?
Leadership
Do leaders coach and develop people rather than controlling, micromanaging or constantly re‑prioritising work?
Culture
Do people feel psychologically safe to speak the truth, challenge priorities, and surface overload early?
Culture
Is information openly shared so that work, priorities and capacity are visible by default?
Culture
Do teams regularly reflect, learn from experience, and change how they work as a result?
Culture
Do people collaborate across functions and silos to solve the most important problems?
Culture
Are diverse perspectives actively included when setting priorities and deciding where effort goes?
Culture
Does the organisation adapt quickly when conditions change - without constant rehashing of priorities?
Technology
Do teams identify and act on emerging technology opportunities faster than competitors?
Technology
Is work designed around real user needs rather than internal structures or politics?
Technology
Do teams deliver work iteratively and use real‑world data to guide what happens next?
Technology
Does the organisation have the skills and confidence to adopt new technology without disruption or chaos?
Technology
Do business, technology and customer perspectives work together as one team end‑to‑end?
Technology
Do teams stop or reshape digital work quickly when evidence shows it isn’t delivering value?
Outcomes
Is success measured primarily by customer and business outcomes rather than outputs or activity?
Outcomes
Is value delivered early and often - rather than protected until a big launch?
Outcomes
Is low‑value work stopped decisively when evidence shows it will not deliver impact?
Outcomes
Are there clear limits on work‑in‑progress to protect focus and speed?
Outcomes
Can funding be reallocated dynamically as evidence emerges — without waiting for annual cycles?
Outcomes
Do teams stay accountable until value is realised — including benefits, not just delivery?